Motivation: From Concept to Applications

Job Design
It is essential to design jobs so that stress can be

reduced, motivation can be enhanced and satisfaction

of employees and their performance can be improved that organisations can effectively compete in the global marketplace. Started with the scientific management movement. Evolved into job engineering

Job Engineering
Scientific management, Industrial engineering approach

Job Enrichment
Vertically loading the job to provide more responsibility

Quality of work Life

Overall climate, socioTechnical design and teams

JOB DESIGN

Job Characteristics
Building skill variety, task identity task significance autonomy, and feedback into the job.

Social Information Processing

Social information or cues affecting jobholders

Job Enrichment

Job Enrichment
Concerned with designing the jobs that include a

greater variety of work content, require higher level

of knowledge and skill, more autonomy and responsibility, opportunity for personal growth and a meaningful work experience

CORE JOB CHARACTERISTICS

CRITICAL PSYCHOLOGICAL STATES

PERSONAL AND WORK OUTCOMES

Variety of skill Identity of the task Significance of the task

Experienced meaningfulness of the work

High internal work motivation

High quality work performance

Autonomy Feedback

Experienced responsibility for work outcomes Knowledge of results from work outcomes

High satisfaction with the work

Low turnover and absenteeism

Moderated by employee Growth-need strength

Skill Task Task Variety + Identity + Significance

MPS =

X Autonomy X Feedback

Benefits provided by the organization Benefits promised by the organization

versus

Contributions provided by the employee Contributions promised by the employee

Categories Of Quality Of Life

Adequate and fair compensation Safe and healthy environment Jobs develop human capacities

Socially responsible organizational actions Minimum infringements on personal and family needs

Quality of Work Life

Chance for personal growth and security

Constitutionalism

Supportive social environment

Model of Goal Setting

Challenge Goal difficulty Goal clarity Self-efficacy Mediators Direction Effort Persistence Task strategy
Performance Rewards Satisfaction

Moderators Ability Goal commitment Feedback Task complexity

Conse-quences

Source: Adapted from Locke, E. A., and Latham, G. P. A Theory of Goal Setting And Task Performance. Englewood Cliffs, N.J.: Prentice-Hall, 1990, 253.

Impact of Goals on Performance

WHEN GOALS ARE
Specific and clear Vague Difficult and challenging Easy and boring Set participatively Set by management (top down) Accepted by employees Rejected by employees Accompanied by rewards Unrelated to rewards

PERFORMANCE WILL TEND TO BE

Higher Lower Higher Lower Higher Lower Higher Lower Higher Lower

Moderators in the Goal-Setting Model

Ability
Limits capacity to respond to challenge

Goal Commitment
Determination to reach a goal

Feedback
Provides information on outcomes and performance

Complexity
Simple versus complex tasks

Goal Setting
Goal setting guidelines cont.
Task feedback, or knowledge of results, is

likely to motivate people toward higher performance by encouraging the setting of higher performance goals.
Goals are most likely to lead to higher

performance when the people have the abilities and the feeling of self-efficacy required to accomplish them.

Goal Setting
Goal setting guidelines cont.
Goals are most likely to motivate people

toward higher performance when they are

accepted and there is commitment to them.

Limitations to Goal Setting

Lack of skills and abilities prevents goal setting from leading to high performance When a considerable amount of learning is needed, successful goal setting takes longer When the goal-setting system rewards the wrong behavior, major problems can result

Organizational Reward System

The system concerned with the selection of the types of rewards to be used by the organization.

Types of Rewards
Organizational Rewards - intrinsic and extrinsic rewards
from employment with the organization.

Intrinsic Rewards - rewards internal to the individual

normally derived from from involvement in certain activities or tasks.

Extrinsic Rewards - tangible rewards controlled and

distributed by the organization.

Reward Factors Involved in Motivating High Performance

Availability
Timeliness Performance contingency Durability Equity Visibility

Intrinsic Versus Extrinsic Rewards

Intrinsic Rewards
Achievement Feelings of accomplishment informal recognition Job satisfaction Personal growth Status

Extrinsic Rewards
Formal recognition Fringe benefits Incentive payments Pay Promotion Social relationships Work environment

Reward Systems in HighPerformance Work Settings

REWARD SYSTEM
Gain-sharing programs

STRENGTHS
Rewards employees who reach specified production levels and control costs.

LIMITATIONS
Formula can be complex; employees must trust management.

Profit-sharing programs

Rewards organizational performance.

Rewards employee with higher pay for acquiring new skills. Tailored to fit employee needs.

Skill-based pay

Flexible benefits

Difficult for individuals and teams to impact overall organizational performance. Labor costs increase as employees master more skills. Employees can top out at the highest wage rate. Administrative costs high and difficult to use with teams.

Conditions Favoring Gain-Sharing Plans

Organizational Characteristic
Size of organization
Product costs Organizational climate Style of management

Favorable Condition
Less than 500 employees Controllable by employees

Open, trusting
Participative No union or supportive one Financials shared Trusted, committed, articulate Competent, participative Knowledgeable, participative

Union status
Communication policy Plant manager Management Workforce

Flexible Benefit Plans: Advantages and Limitations

Advantages
Permits employees discretion in matching needs with benefit plans Helps organizations control costs

Limitations
Record keeping becomes more complicated

Difficulty in accurately predicting employees benefit choices

Highlights economic value of benefits

Deciding Among Alternative Reward Systems

Are there accurate indicators of individual performance? Is the performance of one person independent from others? Are individual performance goals constant? Is the firm unionized? Is pay secrecy important?

Team Plans
Is the cost accounting system sophisticated? Are employees accustomed to participating in decision making? Will employees accept deferred payments?

Individual Plans
Can managers measure performance objectively? Is employee turnover high? Is there a consensus on work goals?

* Profit-sharing programs * Flexible benefit plans

* Skill-based pay * Gain-sharing programs